Why so few acting whistleblowers? Impacts of institutional anticorruption

Despite strong whistleblowing intention, very few truly act to blow the whistle. Building on a random sample of local citizens with citywide anticorruption performance indicators, this study investigated the linkages between institutional anticorruption and citizens' whistleblowing acts, both directly and indirectly via situational settings (i.e., corruption incidence and corruptive climate). The findings confirmed the impacts of varying anticorruption practices and detected both direct and indirect trajectories. More judicial convictions against senior officials directly reduced citizens' subsequent whistleblowing acts, but also indirectly invited more as they signaled more ensuing corruption incidence, with overall effects toward reduced whistleblowing. More citywide public whistleblowing incentivized more individual whistleblowing subsequently; yet, such effects were canceled out as such practices also deterred ensuing corruption incidence and indirectly reduced citizens' acts. The total effects explained why there were so few acting whistleblowers. The study concludes with discussion of research findings and potential policy implications.     

Ambivalence,Political Consensus and Conditionality: Support for Whistleblowing among Danish Employees

Whistleblower research is understandably focused around the protagonists of the practice. We still know surprisingly little about how whistleblowing is perceived in the wider population. Drawing on a representative survey of Danish employees (N = 1,709), this paper analyses how whistleblower public support is distributed along variables such as political preference, political interest and job type, and tests whether it is conditional on whistleblower motivation and type of wrongdoing. The paper finds that public support is strong but also ambivalent. It shows that support is evenly distributed along party preference. It also demonstrates that support is not uniform but conditional on the characteristics of the whistleblower situation. These insights are important for both social and political reasons in the present situation where whistleblowing seems to be on the rise. From a policy perspective, it offers policymakers an important evidence‐based navigation tool in devising whistleblower legislation.     

Whistleblowing and Compliance in the Judicial Hierarchy

One way that principals can overcome the problem of informational asymmetries in hierarchical organizations is to enable whistleblowing. We evaluate how whistleblowing influences compliance in the judicial hierarchy. We present a formal model in which a potential whistleblower may, at some cost, signal noncompliance by a lower court to a higher court. A key insight of the model is that whistleblowing is most informative when it is rare. While the presence of a whistleblower can increase compliance by lower courts, beyond a certain point blowing the whistle is counterproductive and actually reduces compliance. Moreover, a whistleblower who is a “perfect ally” of the higher court (in terms of preferences) blows the whistle too often. Our model shows an important connection between the frequency of whistleblowing and the effectiveness of whistleblowing as a threat to induce compliance in hierarchical organizations.     

What Is Patronage? A Critical Reexamination

Despite a long and storied history, patronage and the functions it plays in American politics and public administration are still very much a mystery. This paper examines how patronage has been used and understood in American political science and public administration. The author calls for a reexamination of the concept based on developments found in the field of anthropology. In an effort to generate future scholarship, the author introduces a typology of patronage styles based on this reexamination.     

WHISTLEBLOWER PROTECTION IN THE USA: LESSONS LEARNT AND TO BE LEARNT

Abstract: In the 1970s, both Australia and the United States instituted legal reforms aimed at promoting greater accountability among public servants. Prompted by growing awareness of the need to encourage and protect federal government whistleblowers, Congress enacted whistleblower protection measures in the Civil Service Reform Act of 1978. Although the notion of open government in Australia has never been extended to include whistleblowing by public servants, probing the issue of whether or not United States whistleblower protection can serve as a reform model in the search for more effective legal mechanisms for ensuring government accountability can provide lessons and insights of value to Australian public administrators. Analysis of the role and impact of the Office of the Special Counsel and the Merit Systems Protection Board as established under the Civil Service Reform Act reveals many difficulties associated with whistleblower protection. Research has substantiated the jurisdictional ambiguities, administrative and procedural deficiencies and lack of sanctioning power which plague this reform effort. Similar deficiencies also impede the protection of parliamentary witnesses in Australia. Evaluation of whistleblower protection leads to the conclusion that reform models in either country for ensuring government accountability must not be judged solely through examination of statutory provisions. There must also be in place strong stabilising factors such as political unity, economic comfort, social discipline, civic virtue and public service ideology in order to achieve the common public service goal of rendering governmental decision-making more accountable to persons affected by it and open to review by independent decision makers.     

Whistleblowing in Local Government: An Empirical Study of Contact Patterns and Whistleblowing in 20 Norwegian Municipalities

Whistleblowing by administrative employees in local governments can bring critical knowledge about misconduct and failed policy outcomes and priorities to the attention of politicians. This article examines whether (1) whistleblowing to politicians is considered acceptable among politicians and administrative employees, (2) politicians receive whistleblowing cases and how those who do so handle the case, and (3) contact patterns between politicians and administrative employees influence the whistleblowing activity and the action taken by the politicians to address wrongdoing. The article departs from the theory of pillars of institutions and the tensions between and within institutional pillars to analyse unique data from a survey based on the vignette method and actual whistleblowing among politicians (N = 400) and employees (N = 373) from 20 Norwegian municipalities. The analysis shows that the degree of contact between politicians and administrative employees is correlated with positive perceptions of whistleblowing and constructive handling of wrongdoing reports by the politicians.     

Can Bureaucracy Be Beautiful?

Public administration has long been understood to be both a science and an art. In its artful aspects, public administration can also, in fact, be beautiful. At their very best, public organizations and processes have forms, designs, experiences, and languages which are beautiful and compelling. It is this beauty and its potential which draws us to public work. And, there is very great beauty in ideas of high and noble purpose and in the organizations and processes we build to achieve those ideas.     

Public management reform and lessons from experience in New Zealand

This article is edited from a speech delivered to the University of Victoria, Wellington—IPMN Workshop on the theme lessons from experience in New Zealand. The author articulates a number of lessons that have been learned, and identifies some lessons that should have been learned. Scott writes from the perspective of having been directly and centrally involved in the development and implementation of what has been characterized as “the New Zealand model” of public management for more than twenty years, a record of service that continues to date. The views expressed also benefit from extensive consulting by the author for governments around the world. Among the lessons learned are (a) the need for clarity of roles, responsibilities and accountability in the implementation of management reform, (b) the importance of matching decision capacity to responsibility, (c) the significance of ministerial commitment and clarity on expectations, (d) the advantages gained from structural innovations within the New Zealand cabinet, (e) the need to analyze disasters carefully for what they teach, (f) approaches to embrace and foibles to avoid in implementing performance specification, (g) problems caused by confusion over ownership and improper assessment of organizational capability, (h) the fact that actually doing strategic management in the public sector is hugely complicated, (i) that it is time to put an end to the notion that there is an “extreme model” of public management in application in New Zealand, and (j) that public management, government and governance innovations in New Zealand are no longer novel compared to those advanced in other nations. With respect to lessons not learned satisfactorily, many are simply the dark shadow of positive lessons, i.e., having not understood or implemented the successes achieved in some parts of New Zealand government into others. The author concludes with an admonition to avoid jumping too quickly, in response to post-electoral rhetoric, to the conclusion that past reforms in have to be modified quickly and radically, and that the New Zealand Model has failed.     

Not Seeing Eye to Eye on Frontline Work: Manager‐Employee Disagreement and Its Effects on Employees

The author uses nationally representative data on matched pairs of public school principals and teachers to test whether principal–teacher disagreement about the severity of school problems is associated with teacher turnover. More specifically, the author tests a managerial efficacy hypothesis that proposes that employees will be less likely to leave their jobs when their managers perceive problems to be severe, holding employees’ perceptions of the same problems constant. The author also tests a managerial buffering hypothesis that proposes that employees’ perceptions of problem severity will be more weakly related to their turnover probability when managers perceive problems to be severe. Little evidence is found for either hypothesis, raising questions about public school principals’ ability to translate problem recognition into problem remediation. More generally, the findings suggest a reexamination of the generic claim that “management matters,” which implies that public managers have the power to do things that can help employees perform their jobs well.     

Anarchy as a Model for Network Governance

This article centers on two interconnected ideas that have garnered increasing attention in public administration: (1) a shift away from centralized institutional authority structures and (2) the concomitant rise of networks in the public sector. While network theories have been viewed as ushering in a new paradigm for understanding governance, they remain rooted in the language and framework of hierarchical bureaucratic systems. The author suggests that embracing an approach not grounded in a centralized institutional perspective may clarify network theories in public administration. Specifically, the author argues that anarchism has much to add to our understanding of networks and illustrates how an anarchist perspective may advance our understanding of networks in three areas—network formation, network stability, and accountability in networks—in which the hierarchical perspective has generated persistent questions.     

Pessimism, Computer Failure, and Information Systems Development in the Public Sector

The majority of information systems developments are unsuccessful. The larger the development, the more likely it will be unsuccessful. Despite the persistence of this problem for decades and the expenditure of vast sums of money, computer failure has received surprisingly little attention in the public administration literature. This article outlines the problems of enthusiasm and the problems of control, as well as the overwhelming complexity, that make the failure of large developments almost inevitable. Rather than the positive view found in much of the public administration literature, the author suggests a pessimism when it comes to information systems development. Aims for information technology should be modest ones, and in many cases, the risks, uncertainties, and probability of failure mean that new investments in technology are not justified. The author argues for a public official as a recalcitrant, suspicious, and skeptical adopter of IT.     

The (im)possibility of development studies

Abstract

Development studies is commonly understood to be committed both to a principle of difference (the Third World is different, hence the need for a separate field of studies) and a principle of similarity (it is the job of development policy to make ‘them’ more like ‘us’). This double commitment has led to important challenges to the intellectual standing of the discipline and/or its object of study, development. This paper begins by reviewing five theorems which pronounce the impossibility of development studies. It then offers a more sympathetic account of the field. While recognizing the urgent need for development studies to be critical and at times oppositional, the paper suggests that an allied commitment to public policy-making can be taken as a sign of maturity. Development, and development studies, should be understood as sets of social practices, or technologies of rule, the organization and effects of which need to be (and in key respects are) contested and subjected to political and scholarly review.     

Monitoring across Sectors: Examining the Effect of Nonprofit and For‐Profit Contractor Ownership on Performance Monitoring in State and Local Contracts

What is the effect of contractors' nonprofit and for‐profit ownership on the scope and nature of performance measurement used by government agencies? Quantitative and qualitative data were generated through semistructured interviews administered to a sample of state and local public agencies and private contractors across five jurisdictions. The findings of this study suggest that monitoring officers working with nonprofit rather than for‐profit contractors are more likely to rely on qualitative performance data and examine equitable access to services, contractors' reputation, and compliance with industry rules and regulations. Although organizational ownership may not be well understood by practitioners, performance appears to be conceptualized differently across sectors. The author calls for a better understanding of the impact of the identified differences in performance measurement on the effectiveness of contract monitoring.     

中国足球体制改革与监管体系建设--概念、问题与方向

2004年的俱乐部罢赛和国足冲击世界杯失利风波已经过去,足协领导也进行了调整,联赛也在正常地开展。这一切似乎表明,我们的足球事业在经历一番挫折后又步入正常发展的轨道。但我们对此却心存疑虑,原因就在于中国足球事业的体制仍然没有进行根本性调整,对足球与市场、政府的关系问题,有关方面似乎还没有非常清晰合理的认识。从足球是一种公共服务的角度论述了政府干预的必要性和干预的方式。文章认为,我国的足球产业正在经历结构性变革和制度转型,在产权私有化和收入市场化的同时,足球的管理方式没有转变或跟进。因此,如果不在适当的时机提出与足球本身特征和市场经济发展相符监管框架的话,在强烈的逐利动机驱使下,黑哨、假球、赌球、骚乱等不良行为很可能会再次成为争论的焦点。     

Why societies need public goods

The most distinctive features of public goods are usually understood to be the difficulty of excluding potential beneficiaries and the fact that one appropriator’s benefits do not diminish the amount of benefits left for others. Yet, because of these properties (non-excludability and non-rivalry), public goods cause market failures and contribute to problems of collective action. This article aims to portray public goods in a different light. Following a recent reassessment of public goods in political philosophy, this contribution argues that public goods are particularly suitable for sustaining a well-ordered society. Public goods contribute to social inclusion, they support the generation of the public, and they strengthen a shared sense of citizenship. This article scrutinizes these functions of public goods and offers a discussion of the interventionist thesis which states that governments should sustain public goods.     

Learning in Peacebuilding – Mission Impossible?

ABSTRACT

A common recommendation in the peacebuilding literature is that missions must learn from experiences on the local ground. Yet, if often remains unclear who has the authority to propose and diffuse new or critical knowledge. The article argues that peacebuilding can be understood as a socio-professional field in which education and professional careers condition the legitimacy to author new or critical insights. Hence, peacebuilding privileges knowledge that has been produced and is diffused in OECD-country research and academic institutions and the business world, most notably in strategic management consulting. Inversely, local knowledge is disparaged and, hence, unlikely to be promoted.     

论席卷全球的公共管理变革

无论经济、社会还是政府治理模式都将是与时俱进的。20世纪80年代以来席卷全球的公共管理变革,在一定意义上说,完全改变了政府管理的理念。这在理论和实践两个方面均具有重大意义,需要加以认真地总结提炼。对公共管理变革做一个概要的分析论述,概括了这场变革的理论构架,分析了相关的案例。公共管理变革的国际经验对于处在转型期的我国公共管理实践来说是有重要借鉴价值的。     

THE MANAGEMENT OF PUBLIC PROVISION

Abstract: This work addresses the special character of public management by positing some important distinctions under-represented in current academic literature. In exploring the primary distinction between public administration and public management, the analysis proceeds from a treatment of public management as control of a production process uniquely configured as a combination of policy brokerage and resource management, to a demonstration of the economic agency (value addition) of public managers. The paper also presents a contextual analysis of the scope and scale of the public sector as this pertains to a model of "public provision", and introduces some new ideas regarding the temporal characteristics of public management as it responds to a discrete set of three cycles: the budget cycle, the product cycle and the policy cycle.
This work aims to provide tools for analysis which both distinguish public administration from public management and distinguish the economic agency of private managers from that of public managers. The general argument is that the "public provision process", while similar to a conventional production process, contains unique and important responsibilities which need to be understood and defended. By the same token, public managers ought to be empowered by a knowledge and identity which express their importance as economic agents who contribute both to the commonweal and to the wealth of the nation.